When we want to launch an important project in the company, as a result of an acquisition, or as a consequence of an evolution of the way of working that we want to promote, or due to the growth, or linked to a new business strategy that we want to implement, we can have many doubts about what it implies in our organization, and the best way to carry it out.

To identify the difficulties, and to consider how to approach them since the beginning, will help us a lot in the whole process. And will make a difference in the result, in the way that the project becomes a reality.

We reflect on the level of change analysing the difficulties. We can measure the change. There are tools and methodology that, based on a series of variables, determine the magnitude of the path to be travelled. They help to “put in order” the difficulties and to focus on how to manage them. These variables range from aspects of the culture and ways of doing of each company, aspects of the operation, its criticality, how to take into account the complexity of the project, among others.

We speak in our post about key challenges according to the type of transformation.

We choose one of them. Let’s imagine that the project has to do with “How do I get that the integration is done quickly and effectively in an acquisition “. We can identify that the difficulties that may appear have to do with:

• Different ways of operating, in all areas
• Different visions of who the client is, of his holistic vision, of what the concept of service is, quality, …
• Different company cultures, values
• Different compensation systems, selection
• Different management styles
• Different forms of communication
• ….and many more.

Depending on the distance between both realities, and the expected consequences of integration in terms of synergy, we will have a higher or lower level of change.

And if we prepare for a “minor” when it is “greater” the consequences are completely unwanted.

Let’s measure the level of change, and select a Project Leader and a team with the key characteristics, whom based on that level of change identified will drive all the integration.

Let’s use rapid transformation methodology, which is based on having a good knowledge of the starting point, working with a broad team, with components of the two realities, from the collaboration, and defining within the team a road map, to the that everyone commits.

Another example: If the project is about “Positioning the customer at the center of the buisness”, in this case the difficulties can be focused on aspects such as:

• Different understanding of what “positioning the customer at the center of the business” means, by the different areas of the organization
• Difficulties related with the way of operating, that, instead of supporting said vision, limit the organization in its ability to act
• Different messages from different areas to the client, which causes distortions, and makes us lose the expected impact
• …and many more

And again we need to measure the level of change we want to address, select a Project Leader, a team that is representative of all realities, work together, strengthening collaboration, and using rapid transformation methodology we can identify all the projects that will be necessary to undertake, and in what order, to address this evolution.

And always, develop and evolve the necessary behaviours so that the new way of visioning the client is integrated into the organization.

What kind of challenge / project do you have to undertake? What kind of difficulties have you identified? We can help you in the necessary steps to be taken, in measuring the change well, so that the project gives the results you expect.